Product Management in Practice. 2nd Edition

Spis treści ebooka

• Foreword
• Authors Foreword to the Second Edition
• Preface
  • Why I Wrote This Book: My First Day as a Product Manager
  • Who This Book Is For
  • How This Book Is Organized
    • Stories from Working Product Managers
    • Your Checklist
  • OReilly Online Learning
  • How to Contact Us
  • Acknowledgments
• 1. The Practice of Product Management
  • What Is Product Management?
  • What Is Not Product Management?
  • What Is the Profile of a Great Product Manager?
  • What Is the Profile of a Bad Product Manager?
  • No, You Dont Have to Work 60 Hours a Week to Be a Product Manager
  • What About Program Managers? Product Owners?
  • Summary: Sailing the Seas of Ambiguity
  • Your Checklist
• 2. The CORE Skills of Product Management
  • The Hybrid Model: UX/Tech/Business
  • The CORE Skills of Product Management: Communication, Organization, Research, and Execution
    • Communication
    • Organization
    • Research
    • Execution
  • ...But What About Hard Skills?
  • Summary: Changing the Conversation About Product Management
  • Your Checklist
• 3. Showing Up Curious
  • Taking a Genuine Interest
  • Cultivating a Growth Mindset
  • The Gift of Being Wrong
  • Staying Off the Defensive
  • Asking Why Without Asking Why
  • Spreading Curiosity
  • Summary: Curiosity Is Key
  • Your Checklist
• 4. The Art of Egregious Overcommunication
  • Asking the Obvious
  • Dont Deflect, Be Direct
  • Not Everything Is Your Fault, and Outcomes Matter More Than Intentions
  • The Two Most Dangerous Words in Product Management: Looks Fine
  • A Tactical Approach to Move Past Looks Fine: Disagree and Commit
  • Accounting for Different Communication Styles
  • Communication Is Your JobDont Apologize for Doing Your Job
  • Egregious Overcommunication in Practice: Three Common Communication Scenarios for Product Managers
    • Scenario One
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
    • Scenario Two
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
      • ...And a bonus question
    • Scenario Three
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
  • Summary: When in Doubt, Communicate!
  • Your Checklist
• 5. Working with Senior Stakeholders (or, Throwing the Poker Game)
  • From Influence to Information
  • An Answer You Dont Like Is Still an Answer
  • Our Boss Is an Idiot, or, CongratulationsYouve Ruined Your Team
  • No Alarms and No Surprises
  • Staying User Centric in a World of Company Politics
  • Senior Stakeholders Are People Too
  • Throwing the Poker Game in Practice: Three Common Scenarios for Senior Stakeholder Management
    • Scenario One
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
    • Scenario Two
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
    • Scenario Three
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
  • Summary: This Is Part of Your Job, Not an Impediment to Your Job
  • Your Checklist
• 6. Talking to Users (or, Whats a Poker Game?)
  • Stakeholders and Users Are Different
  • Yes, You Need to Learn How to Talk to Users
  • Personae Non Grata
  • Product and Research: From Frenemies to BFFs
  • Summary: No, Seriously, You Need to Learn How to Talk to Users
  • Your Checklist
• 7. The Worst Thing About Best Practices
  • Dont Believe the Hype
  • Falling in Love with Reality
  • Frameworks and Models as Useful Fictions
  • You Are Here
  • What Are You Solving For?
  • But This Worked at the Last Place!
  • Working with the Process Averse
  • The Best Thing About Best Practices
  • Summary: A Place to Start, Not a Guarantee
  • Your Checklist
• 8. The Wonderful, Horrible Truth About Agile
  • Debunking Three Common Myths About Agile
  • Turning to the Agile Manifesto
  • From Manifesto to Monster
  • Rediscovering Alistair Cockburns Heart of Agile
  • Agile and the Proprietization of Common Sense
  • When Doing Agile Right Makes Things Worse
  • When Doing Agile Wrong Makes Things Better
  • Seven Conversations About Agile I Never Want to Have Ever Again
  • Summary: Ambiguity Lives Here Too
  • Your Checklist
• 9. The Infinite Time Suck of Documentation (and Yes, Roadmaps Are Documentation)
  • The Product Manager Owns the Roadmap!
  • Its Not the Roadmap, Its How You Use the Roadmap
  • You Gantt Always Get What You Want
  • Your Product Spec Is Not Your Product
  • The Best Documentation Is Incomplete
    • No First Draft Should Ever Be More Than One Page and One Hour of Effort
  • If Youve Got It, Template
  • A Quick Note on Proprietary Roadmapping and Knowledge Management Tools
  • Summary: The Menu Is Not the Meal
  • Your Checklist
• 10. Vision, Mission, Objectives, Strategy, and Other Fancy Words
  • The Outcomes and Output Seesaw
  • SMART Goals, CLEAR Goals, OKRs, and So On
  • Good Strategy Is Inexorably Tied to Execution
  • Good Strategy Is Simple and Obvious
  • If Youre Not Sure, Ask for an Example
  • Summary: Keep It Simple, Make It Useful
  • Your Checklist
• 11. Data, Take the Wheel!
  • The Trouble with the D Word
  • Start with the Decision, Then Find the Data
  • Focusing on Metrics That Matter
  • Using Survival Metrics to Set Clear Expectations
  • Experimentation and Its Discontents
  • From Accountability to Action
  • Summary: No Shortcuts!
  • Your Checklist
• 12. Prioritization: Where It All Comes Together
  • Taking a Bite of the Layer Cake
    • Every Decision Is a Trade-Off
    • Keeping the Entire Experience in Mind
    • From Shiny Objects to Jewels of Understanding
  • But This Is an Emergency!
  • Prioritization in Practice: Same Options, Different Goals and Strategies
  • Summary: Think Big, Start Small
  • Your Checklist
• 13. Try This at Home: The Trials and Tribulations of Remote Work
  • Building Trust from Far Away
  • Simple Communication Agreements Create Meaningful Trust
  • Navigating Synchronous and Asynchronous Communication
  • Synchronous Communication for Distributed Teams: Choreographing Time and Space
  • Asynchronous Communication for Distributed Teams: Setting Specific Expectations
  • Making a Synchronous Sandwich
  • Creating and Protecting Space for Informal Communication
  • Hybrid Moments: Balancing In-Person and Remote Work
  • Summary: Strength Training for Your Communication Practice
  • Your Checklist
• 14. A Manager Among Product Managers (The Product Leadership Chapter)
  • Climbing the Ladder
  • Surprise! Everything Youre Doing Is Wrong
  • The Standard You Set for Yourself Is the Standard You Set for Your Team
  • The Limits of Autonomy
  • Clear Goals, Clear Guardrails, Short Feedback Loops
  • Externalizing Yourself
  • Product Leadership in Practice
    • Scenario One
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
    • Scenario Two
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
    • Scenario Three
      • Whats really going on
      • What you might do
      • Patterns and traps to avoid
  • Summary: Stepping Into Your Best Self
  • Your Checklist
• 15. In Good Times and Bad
  • The Soothing Lull of an Organization on Autopilot
  • The Good Times Arent (Always) the Easy Times
  • Carrying the Weight of the World
  • Imagine You Work for the Best Company in the World
  • Summary: Its Hard Work, but Its Worth It
  • Your Checklist
• Whatever It Takes
• A. A Reading List for Expanding Your Product Management Practice
• B. Articles, Videos, Newsletters and Blog Posts Cited in This Book
• Index

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